For the benefits of collaboration to be better realized, IT leaders must take a balanced and strategic approach to mobile security that focuses more on protecting the network and proprietary data and less on implementing overly broad restrictions.
Gartner recently made three interesting predictions about mobility in the workplace. And while each of these predictions are compelling – they only offer one-side of the story and the solution:
Twenty percent of BYOD projects will fail by 2016 due to IT’s “heavy hand.”
Strict mobility policies will drive employees to want to isolate personal data from business data.
Mobile browsers will gain market share for app delivery for multiple platforms, and the role of HTML5 in solving issues that arise with the multiple platform problem.
Instead, IT leaders should encourage employees to use secure solutions on devices connected to the network. Managing belief and behaviors of users and deploying a flexible infrastructure that can support an open BYOD policy and mitigate advanced security threats, can have tremendous impact on creating an immersive collaborative environment.
Peter Bregman recently had a great post on Harvard Business Review blog network. In “Why You Should Treat Laughter as a Metric,” Bregman writes about the lack of laughter as a symptom of a problem within organizations. And he suggests that increasing the opportunity for laughter should be a leadership priority. Read More »
“We already have program management,” is a typical statement I hear when speaking with a customer about collaboration program management. The unfortunate truth is, most organizations do not have formal program management or know how to effectively manage a Collaboration specific Program.
Instead, when talking about program management you should ask “Why is a collaboration program different and what should I consider?” Here are a few explanations:
There are many misconceptions about Collaboration Programs, but one of the biggest, and potentially most impactful, is that you only need to focus on the technology design and build. I can tell you from my experience in running many programs; a successful collaboration program requires a lot more than a successful technology implementation.
I’m not going to bore you with the formal definition of a program and how it differs from a project, but I will tell you that a successful collaboration program typically includes several non-technology projects (component projects) that must be planned and managed in order for the collaboration technology to be deemed a success. Examples include operational readiness, organizational change management, migration readiness, and more. Many times, programs fail to identify and manage these component projects. As a result, the collaboration program slows, business cases fail, ROI isn’t realized, adoption lags, issues arise, and satisfaction declines.
On the other hand, I have personally managed programs where these component projects were properly managed at many large enterprise, commercial, service provider, and government customers. The positive impacts of following the Collaboration Program Management best practices were obvious and tangible. The below metrics are some of the major documented impacts.
Time is an illusion. And an obsession. And apparently time is endangered because everyone is trying to save time, find more time, use time more wisely, or just plain stop time.
Time is of the essence, after all. And in the wonderful world of business, it always seems that we’re trying to find ways that let us move faster. We want to reduce the time it takes us to do what we do, whether it’s responding to customers, making decisions, adjusting to market trends, or getting the latest-greatest whatever-it-is to market.
You can’t reduce an illusion, but you can find ways to be more effective and make better use of the time you have.
That’s a tough number to hear from the employee side of that equation. Maybe I spend time with the wrong crowd, but I don’t know too many people who consider their performance to be only 80% of their potential. So where does that additional 20% come from? Is it an illusion too? Read More »
At our recent Collaboration Summit in Boca Raton, I had the opportunity to sit down with some of our customers and talk about how they are incorporating video into their organizations. It’s clear that many of our customers are already seeing the business benefits of video – whether it’s using remote expert services to improve pipeline conversion or launching new services more quickly through video collaboration.
But what if you looked at video not just as a way to help you improve what you are already doing, but as a way to allow you to do things you couldn’t do before? Things that previously were not feasible because of cost, resources, or other perceived barriers?
What if you could offer health services to a segment of the population you could not previously reach?